PMP: Module 3 - Time
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Like us on Facebook: https://www.facebook.com/cybraryit/timeline or Follow us on Twitter: https://twitter.com/cybraryIT (@cybraryIT) & on Instagram: @cybrary.it Part of Cybrary's PMP certification course, these slides describe the 3rd of 10 Knowledge Areas discussed in the video series. If you're interested, please watch the videos and download the rest of the slides from out site - Cybrary.IT Cybrary's goal is to provide knowledge for FREE! We believe IT and Cyber Security training should be free, for everyone, forever. Join us in demanding liberation, and help us in forcing change. #hacktheindustry
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PMP: Module 3 - Time
- 1. Project Management Professional Time Management Vincent McKeown PMP, MBA
- 2. Project Management Process Table 2 5 Process Groups Initiation, Planning, Executing, Monitoring & Controlling, and Closing 10 Knowledge Areas Integration, Scope, Time, Cost, Quality, Human Resources, Communication, Risk, Procurement, and Stakeholder. 47 Total Processes Processes are categorized by Process Group and Knowledge Area.
- 3. Project Management Process Table Integration 1 1 1 2 1 Scope 4 2 Time 6 1 Cost 3 1 Quality 1 1 1 Human Resources 1 3 1 Communication s 1 1 Risk 5 1 Procurement 1 1 1 1 Stakeholder 1 1 1 1 3
- 5. Time Management Plan Schedule Management Process All knowledge areas consist of a plan on how that knowledge area is to be developed. This process creates the Schedule Management Plan. Key inputs to this process are the Project Management Plan, Project Charter, Enterprise Environmental Factors, and Organizational Process Assets. Same inputs as in the Scope Management Plan. A Project Manager will use Expert Judgment, Analytical Techniques, and Meetings to develop the Schedule Management Plan. Planning – Plan Schedule Management 5
- 6. Time Management Schedule Management Plan Establishes policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. Provides guidance and direction on how the project schedule will be managed throughout the project. Planning – Plan Schedule Management 6
- 7. Planning – Plan Schedule Management Time Management Project Management Plan Project Charter Organizational Process Assets Schedule Management Plan Expert Judgment Meetings Inputs Outputs Tools Plan Scope Management Process Enterprise Environmental Factors 7 Analytical Techniques
- 9. Time Management Define Activities Process Focus on the activities that are required to create the deliverables for the project. This process creates the Milestone List and the Activity List. Key inputs to this process are the Schedule Management Plan, Scope Baseline, Enterprise Environmental Factors, and Organizational Process Assets. A Project Manager will use Decomposition, Expert Judgment, and Rolling Wave Planning to develop the Milestone List and Activity List. 9 Planning – Define Activities
- 10. Time Management Activity List Describes what needs to be done in the project. Activities are commonly referred to as tasks. Activities should be broken down to durations between 4 and 80 hours. 10 Planning – Define Activities
- 11. Time Management Milestone List States the milestones of the project. Milestones are reference points of the project. Milestones are entered as 0 hours. Planning – Define Activities 11
- 12. Planning – Define Activities Time Management Schedule Management Plan Scope Baseline Organizational Process Assets Activity List Milestone List Expert Judgment Decomposition Inputs Outputs Tools Define Activities Process Enterprise Environmental Factors 12 Rolling Wave
- 14. Time Management Sequence Activities Process Focus on placing the activities in order. This process creates the Project Schedule Network Diagrams. Key inputs to this process are the Schedule Management Plan, Activity List, Milestone List, Activity Attributes, Enterprise Environmental Factors, and Organizational Process Assets. A Project Manager will use Precedence Diagramming Method, Dependency Determination, and Leads and Lags to develop the Project Schedule Network Diagrams. 14 Planning – Sequence Activities
- 15. Planning – Define Activities Time Management Schedule Management Plan Activity List Organizational Process Assets Project Schedule Network Diagrams Precedence Diagramming Method Dependency Determination Inputs Outputs Tools Define Activities Process Enterprise Environmental Factors 15 Leads and Lags Milestone List
- 16. Time Management Precedence Diagramming Method 16 Planning – Sequence Activities A FC E D B G 4 1 2 1 4 1 2 Design Dog House Purchase Material Dig Foundation Pour Concrete Build Dog House Install Fencing Train Dog
- 17. Time Management Dependencies When sequencing, dependencies will determine the order of activities. Mandatory Discretionary Internal External 17 Planning – Sequence Activities
- 18. Time Management Predecessors: Predecessors are used to help with sequencing activities. Determines when the following activity will occur. Finish to Start Finish to Finish Start to Start Start to Finish 18 Planning – Sequence Activities
- 19. Time Management Predecessors 19 Planning – Sequence Activities A B 4 1 Design Dog House Purchase Material Start Start Finis h Finis h
- 20. Time Management Predecessor: Finish to Start 20 Planning – Sequence Activities A B 4 1 Design Dog House Purchase Material Start Start Finis h Finis h
- 21. Time Management Predecessor: Finish to Finish 21 Planning – Sequence Activities A B 4 1 Design Dog House Purchase Material Start Start Finis h Finis h
- 22. Time Management Predecessor: Start to Start 22 Planning – Sequence Activities A B 4 1 Design Dog House Purchase Material Start Start Finis h Finis h
- 23. Time Management Predecessor: Start to Finish 23 Planning – Sequence Activities A B 4 1 Design Dog House Purchase Material Start Start Finis h Finis h
- 24. Time Management 24 Planning – Sequence Activities Leads and Lags: Leads can start before an activity is complete. Lags require a delay before an activity can start. A B 4 1 Mon Tue Wed Thu Fri Sat A A A A B Mon Tue Wed Thu Fri Sat A A A A B A B 1 4
- 26. Time Management Sequence Activities Process Focus on resources for the project. Material Personnel Equipment This process creates the Activity Resources Requirements and the Resource Breakdown Structure. Key inputs to this process are the Schedule Management Plan, Activity List, Resource Calendars, Risk Register, Activity Cost Estimates, Activity Attributes, Enterprise Environmental Factors, and Organizational Process Assets. A Project Manager will use Expert Judgment, Alternative Analysis, Published Estimating Data, Bottom-Up estimating, and Project Management Software to develop the Activity Resource Requirements and Resource Breakdown Structure. 26 Planning – Estimating Activity Resources
- 27. Time Management Resource Breakdown Structure A display that is a breakdown by resource type across an organization. 27 1 Project Resources 1.1 People 1.1.1 Project Managers 1.1.2 Engineers 1.1.3 Systems Analyst 1.1.3.1 Audio Visual 1.1.3.2 Radio 1.1.3.3 IT 1.1.4 Production 1,2 Material 1.3 Equipment Planning – Estimating Activity Resources
- 28. Time Management Activity Resource Requirements Identifies the resources required for the project based on the activities. Resources include; Personnel Equipment Infrastructure 28 Planning – Estimating Activity Resources
- 29. Time Management Schedule Management Plan Activity List Organizational Process Assets Activity Resource Requirements Resource Breakdown Structure Expert Judgment Alternative Analysis Inputs Outputs Tools Estimate Activity Resources Enterprise Environmental Factors 29 Published Estimating Data Planning – Estimating Activity Resources Resource Calendars Risk Register Activity Cost Estimates Activity Attributes Bottom-Up Estimating Project Management Software
- 30. Time Management Estimating Methods Analogous (Top-down) Bottom-up Parametric Computerized (Monte Carlo) PERT 30 Planning – Estimating Activity Resources
- 31. Time Management Estimating Methods Analogous Usually an estimate based on something similar. Also known as Top-Down Advantages Can be created quickly Disadvantages Lacks details 31 Planning – Estimating Activity Resources
- 32. Time Management Estimating Methods Bottom Up Created from activities. Advantages A lot of detail and accuracy Disadvantages Very time consuming Team can pad time (Parkinson’s Law) Parkinson’s Law – Work expands to consume the time schedule for it’s completion. 32 Planning – Estimating Activity Resources
- 33. Time Management Estimating Methods Parametric Based on an existing parameter. Can use Industry Standards Advantages Can be done both quickly and accurate 33 Planning – Estimating Activity Resources
- 34. Time Management Estimating Methods Computerized (Monte Carlo) Computerized tool that simulates project outcomes. Can results in Time, Cost, or number of resources needed. Also known as Top-Down Advantages Very accurate Disadvantages Very time consuming to setup 34 Planning – Estimating Activity Resources
- 35. Time Management Estimating Methods Program Evaluation Review Technique (PERT) Uses pessimistic, optimistic, and most likely estimates (O + P + (4 * M)) 6 35 Planning – Estimating Activity Resources
- 37. Time Management Estimate Activities Durations Process Focus on estimating the hours for each activity then summing them for a high level estimate. This process creates the Activity Duration Estimates. Key inputs to this process are the Schedule Management Plan, Activity List, Activity Resource Requirements, Resource Calendars, Risk Register, Resource Breakdown Structure, Project Scope Statement, Activity Attributes, Enterprise Environmental Factors, and Organizational Process Assets. A Project Manager will use Expert Judgment, Analogous Estimating, Parametric Estimating, Three-Point Estimating, Group Decision Making Techniques, and Reserve Analysis to develop the Activity Duration Estimates. 37 Planning – Estimating Activity Durations
- 38. Time Management Activity Duration Estimates Identifies the duration of the activities with plus and minus ranges. Activity “A” – 4 days +/- 2 days. Range is 2 to 6 days. 38 Planning – Estimating Activity Durations A 4 Design Dog House
- 39. Time Management Schedule Management Plan Activity List Organizational Process Assets Activity Duration Estimate Expert Judgment Alternative Analysis Inputs Outputs Tools Estimate Activity Duration Enterprise Environmental Factors 39 Published Estimating Data Planning – Estimating Activity Durations Resource Calendars Risk Register Project Scope Statement Activity Attributes Bottom-Up Estimating Project Management Software Activity Resource Requirements
- 41. Time Management Develop Schedule This process reviews the resource needs, sequence activities, and estimating activity durations to develop the schedule. This process brings together the activity list, the work breakdown structure, the start and finish dates, and sequence activities. This process creates the Schedule baseline, Project Schedule, and Project Calendars. Key inputs to this process are the Schedule Management Plan, Activity List, Network Diagrams, Activity Resource Requirements, Resource Calendars, Risk Register, Resource Breakdown Structure, Project Scope Statement, Activity Attributes, Project Staff Assignments, Enterprise Environmental Factors, and Organizational Process Assets. A Project Manager will use Schedule Network Analysis, Critical Path Method, Critical Chain Method, Resource Optimization Techniques, Modeling Techniques, Leads and Lags, Schedule Compression, and Scheduling Tool. 41 Planning – Develop Schedule
- 42. Time Management Schedule Baseline The planned timeline for the project execution. Baseline dates 42 Planning – Develop Schedule
- 43. Time Management Project Schedule Integrated lists the activities, start and finish dates, resources, and sequencing. Format can include; Milestone charts Bar charts Project Schedule Network Diagrams 43 Planning – Develop Schedule
- 44. Time Management Project Calendars Shows scheduled resource usage and availability. 44 Planning – Develop Schedule
- 45. Time Management Calculating the Critical Path 45 A FC E D B G 4 1 2 1 4 1 2 Design Dog House Purchase Material Dig Foundation Pour Concrete Build Dog House Install Fencing Train Dog 1 Start on Day 1 Forward Pass Planning – Develop Schedule
- 46. Time Management Calculating the Critical Path 46 A FC E D B G 4 1 2 1 4 1 2 Design Dog House Purchase Material Dig Foundation Pour Concrete Build Dog House Install Fencing Train Dog 1 Forward Pass 4 1+4- 1 5 5 +1 +1 Planning – Develop Schedule
- 47. Time Management Calculating the Critical Path 47 A FC E D B G 4 1 2 1 4 1 2 Design Dog House Purchase Material Dig Foundation Pour Concrete Build Dog House Install Fencing Train Dog 1 Forward Pass 4 5 5 5 6 5+1-1 5+2-1 +1 +1 7 Go with the High Number Planning – Develop Schedule
- 48. Time Management Calculating the Critical Path 48 Planning – Sequence Activities A FC E D B G 4 1 2 1 4 1 2 Design Dog House Purchase Material Dig Foundation Pour Concrete Build Dog House Install Fencing Train Dog 1 Forward Pass 4 5 5 5 6 7 7 8 8 8 11 7+1-1 8+4-1 8+1-1 12+2-1 12 13
- 49. Time Management Calculating the Critical Path 49 A FC E D B G 4 1 2 1 4 1 2 Design Dog House Purchase Material Dig Foundation Pour Concrete Build Dog House Install Fencing Train Dog 1 Forward Pass 4 5 5 5 6 7 7 8 8 8 11 7+1-1 8+4-1 8+1-1 12+2-1 12 13 Planning – Develop Schedule
- 50. Time Management Calculating the Critical Path 50 A FC E D B G 4 1 2 1 4 1 2 Design Dog House Purchase Material Dig Foundation Pour Concrete Build Dog House Install Fencing Train Dog 1 Backward Pass 4 5 5 5 6 7 7 8 8 8 11 12 13 1312 -1 -1 11 11 Planning – Develop Schedule
- 51. Time Management Calculating the Critical Path 51 A FC E D B G 4 1 2 1 4 1 2 Design Dog House Purchase Material Dig Foundation Pour Concrete Build Dog House Install Fencing Train Dog 1 Backward Pass 4 5 5 5 6 7 7 8 8 8 11 12 13 1312 -1 -1 11 11 11 8 7 7 6 65 6 41 Lower Number wins! Lower Number wins! 4-4+1 6-2+1 7-1+1 11-1+1 11-4+16-1+1 Planning – Develop Schedule
- 52. Time Management Calculating the Critical Path 52 A FC E D B G 4 1 2 1 4 1 2 Design Dog House Purchase Material Dig Foundation Pour Concrete Build Dog House Install Fencing Train Dog 1 Calculating Slack 4 5 5 5 6 7 7 8 8 8 11 12 13 1312 11 11 11 8 7 7 6 65 6 41 6-5=1 11-8=3 Planning – Develop Schedule
- 53. Time Management Calculating the Critical Path 53 Planning – Develop Schedule A FC E D B G 4 1 2 1 4 1 2 Design Dog House Purchase Material Dig Foundation Pour Concrete Build Dog House Install Fencing Train Dog 1 Critical Path 4 5 5 5 6 7 7 8 8 8 11 12 13 1312 11 11 11 8 7 7 6 65 6 41
- 55. Time Management Control Schedule This process is for the control and management of changes to the schedule. This process creates Work Performance Information, Schedule Forecasts, and Change Requests. Key inputs to this process are the Project Management Plan, Project Schedule, Work Performance Data, Project Calendars, schedule Data, and Organizational Process Assets. A Project Manager will use Performance Reviews, Project Management Software, Resource Optimization Techniques, Modeling Techniques, Leads and Lags, Schedule Compression, and Scheduling Tools to perform this process. 55 Monitoring & Controlling – Control Schedule
- 56. Time Management Work Performance Information Information that helps to determine current schedule metrics compared to planned schedule metrics. This is the information that helps with determining Earned Value 56 Monitoring & Controlling – Control Schedule
- 57. Time Management Schedule Forecast Anticipated situations and incidents that will likely occur in the future based off of current information. 57 Monitoring & Controlling – Control Schedule
- 58. Time Management Change Requests A variance in schedule after an analysis will result in a change request. Changes that have been requested, but not yet formally approved. 58 Monitoring & Controlling – Control Schedule